Naval Medical Center Portsmouth, Surgical Optimization of Building 02

Naval Medical Center Portsmouth, Surgical Optimization of Building 02

Portsmouth, Virginia

Naval Medical Center Portsmouth, Virginia has proudly served the military and their families since 1830, making it the Navy’s oldest continuously operating hospital. Nationally acclaimed, this medical center offers premier research and teaching programs designed to prepare new doctors, nurses and hospital corpsmen and women for the future.

This project modernizes and expands the surgical spaces of Building 02, while relocating ambulatory surgery services. The 110,000 SF renovation increases the number of operating rooms to 19 and includes 34 pre-op/phase II recovery bays, 24 PACU recovery bays which include two negative pressure isolation rooms and five anesthesia procedure bays. The project also includes a new central procedure unit, renovated PICU spaces, and administration and office areas.

Prior to the renovation, LEO A DALY performed healthcare facility planning and medical equipment planning to help plan for future IO+T needs. This project will greatly increase staff efficiency and improve the environment of care while providing world-class healthcare to patients in spaces meeting current codes and criteria.

Client 

US Army Corps of Engineers – Huntsville Center

At a glance

Modernization and expansion of surgical services

Operating rooms

Pre-op and recovery bays

PACU recovery bays with two negative pressure isolation bays

Anesthesia procedure bays

Features

Design improves staff efficiency and environment of care

Phased construction

Services

Medical planning

Architecture

Interior design

Engineering

Fire Protection and Life Safety

Cedars-Sinai Medical Center MRI Suite and Tech Gate

Cedars-Sinai Medical Center MRI Suite and Tech Gate

Los Angeles, California

The Samuel Oschin Comprehensive Cancer Institute, Department of Radiology/Oncology required the replacement of two (2) existing outdated MRIs (MRI 3.0T and 1.5T). The new replacement equipment would continue to provide leading imaging service to the patients. The two existing MRIs are in the Lower Level of the Taper Imaging Building. This project will have impact on some adjacent spaces and will have an aggregate area of approximately 2,000 square feet. This project will be designed and constructed in separate phases.

For patient and staff safety, the Safety Zones required under the American College of Radiology Guidelines (ACR) were analyzed and a dedicated tech gate was installed at entrances to Zone 3.

To reduce the impact to operations, the MRI 3.0T, control room, and computer room were completed prior to the replacement of the MRI 1.5T. MRI 1.5T will be completed by fall 2021.

Client 

Cedars-Sinai Medical Center

At a glance

Taper LL A375
MRI 3.0T and A374
MRI 1.5T with Tech Gate
Installation

Features

To reduce the impact to operations, the project was done in phases

Services

Full Architectural and Engineering Services,
Interior Design

Providing calm in the storm: Healthcare staff respite spaces

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Providing calm in the storm: Healthcare staff respite spaces

The pandemic has drastically shifted the operations of our nation’s hospitals and clinics, but so far many of the adjustments have been temporary. We will no doubt see a major shift in healthcare design as we learn from this past year and improve our methods. While the industry is exploring ways that we can best provide optimum flexibility for future construction and renovations, one thing stands out as a major priority — we need to support the caregivers who have sacrificed so much over the last year.  Prior to the pandemic, there was already a movement towards creating better spaces of respite for caregivers, but now, more than ever, it is imperative to push for the implementation of strategies to support these exhausted caregivers and hospital staff.

Mental Health
Healthcare systems must make a concerted effort to address the mental health of their staff and set strategies in motion to retain, rehire and train professionals. Many healthcare providers have retired, left the hospital environment or healthcare field altogether in the face of the virus and the conditions created by lack of supplies, safety measures, and fear. Repeated trauma from long shifts and enduring the loss of patients’ lives have caused havoc on our healthcare workers’ mental health. Lack of availability of staff, in turn, added pressure to the staff that stayed. In addition to mental health outreach programs, help lines and counselors, the built environment can be a part of a comprehensive mental health strategy by providing respite spaces for staff.  Health, wellness, and physical healing all benefit from spaces designed to calm, rejuvenate, and replenish; staff and visitors alike could benefit from places of respite.

Photo courtesy of Steelcase

Respite Spaces
If you are a fan of Grey’s Anatomy, you may have noticed the addition of ‘mood rooms’ created as an alternative medicine approach a few seasons ago. They utilized a plant room, a ‘blue’ room altered with strong blood-pressure reducing light, and a game room. These concept rooms are centered on real-world strategies based in environmental psychology. Environmental psychology is the study of how humans adapt and interact within an environment, whether natural or built.  Designers have been slowly trying to incorporate more respite spaces into healthcare settings in real life but are often met with resistance. Real estate is at a premium; patient floor space is coveted, which means situations arise such as nurse managers being thrilled to garner an actual storage closet as an office. Privacy and moments of reprieve are not readily available. Most respite spaces we see going into hospitals and clinics now also double as a place for breastfeeding and private prayer. It’s often a small interior room with a chair, maybe a table, maybe a small refrigerator and, if you are lucky, a sink. Dimmable lights are a luxury. These rooms are often locked tight with only a few gaining access and are often located in an unused area that requires a long walk.

Photo courtesy of Orangebox

 

Biophilic Design
The most rejuvenating spaces incorporate biophilic design, which is the use of nature-derived elements.  Biophilia moves beyond the oft-used phrase ‘bring nature indoors’ and delves deeper into the environmental psychology. Biophilic design has features that you would expect, such as natural views, ample daylight, plantings and natural materials (or at least a visual that simulates natural materials, like wood). Biophilia also incorporates less obvious elements, like repeated organic patterns and geometry, asymmetry, circadian lighting, thermal controls, airflow variability (think breeze), and presence of water.

Photo courtesy of Steelcase

Creating a Biophilia-Based Respite Space
A respite space does not have to be large; it can be accomplished with a series of small rooms or booths aligned near a window with a landscaped view, or a corner carved out of a staff break or meeting area.  Furniture manufacturers have modular acoustical booth solutions that are marketed to the workplace and corporate environment that could be modified for a healthcare application. Lesser-used waiting areas with excellent views could even provide a landing spot for these spaces. A break room could have a small respite booth in the corner. A storage closet could be converted if it is wheelchair accessible. These spaces should be readily available and not require staff to walk halfway across campus to an unused old building, as they are less likely to be used if they are not near the patients.

Let’s look at what the ideal respite space might look like. It is important that these spaces are private and provide a spot to rest and reflect. Dimmable lighting helps the user control the atmosphere they need for that moment. HEPA air filtration is a must, and the option of a small fan to provide air movement can garner the feel of a natural breeze. The addition of an essential oils diffuser for scent would provide a break from the smell of disinfectants and healthcare odors. Digital artwork has been used in patient rooms for years now; an LED screen that provides a pre-determined series of nature photography or the users own photos can give a much-needed distraction and moment of connection. Providing speakers for pre-selected music such as nature sounds like the ocean or a breeze, or the users own music can provide a mental break as well. Acoustics are important in these spaces, as the user needs to be able to drown out the world outside and find peace and calm in a sanctuary.  UV systems and low emitting violet light could readily sanitize these spaces throughout the day. A real, preserved, or faux plant would provide a small piece of nature, while the wall graphics inside the pod can easily be a biophilic design.

Beyond the Pandemic
There are many changes that can and should be implemented into healthcare design moving forward.  We are poised to make critical decisions that impact future flexibility and resiliency. Let’s start with making a concerted effort to focus on the mental health of healthcare workers as we determine what post-COVID healthcare will look like.  As we have learned from the pandemic, we cannot survive without our caregivers.

 

Minneapolis studio expands healthcare team

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Sarvine Ashkan joins LEO A DALY

With an inner drive for elevating the experience for all, Sarvine focused her architectural career on designing healing environments.

Minneapolis studio expands healthcare team

Project Managers Allison Dvorak, AIA, and Michael Nelson, AIA, bring a focus on supporting medical professionals through design

LEO A DALY is pleased to announce the expansion of our healthcare design practice with the hiring of two project managers in the Minneapolis studio: Allison Dvorak and Michael Nelson.

“We’ve continued to experience tremendous growth over the last year. By leveraging this additional project management expertise, we will continue to serve our healthcare clients at the high level they’ve come to expect from our team. Allison and Michael bring a wealth of ability in carrying forward our vision for this practice,” said Market Sector Leader Daniel Abeln, AIA.

Allison Dvorak has 10 years of experience in architecture including serving as facility architect for Avera in South Dakota. Her expertise includes design and management of multi-departmental healthcare projects. She draws on this diverse background to provide her clients with a deep understanding of their process and an elevated level of service. An active member of American Institute of Architects South Dakota, Dvorak is a 2018 recipient of the AIA South Dakota Young Architects Award. She has spoken at numerous regional conferences on topics including human-centered design. Dvorak is a registered architect in South Dakota and earned a Bachelor of Environmental Science and Master of Architecture from North Dakota State University.

With 23 years of experience, Nelson brings expertise in management of healthcare projects from small renovations to major hospital expansions. Nelson is an active member of the community serving the Midtown Greenway Coalition on its executive committee and as board secretary and as former executive board president. He is a registered architect in Minnesota with a Bachelor of Environmental Design from Miami University, Oxford Ohio and a Master of Architecture from the University of Minnesota.

Dvorak and Nelson have dedicated their careers to serving clients and improving the healthcare industry. Supporting medical professionals through design is what they do best. They are a perfect fit with LEO A DALY, and our vision of enhancing the human experience through design.

Jeff Monzu promoted to healthcare market sector leader

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Recent Articles
Sarvine Ashkan joins LEO A DALY

With an inner drive for elevating the experience for all, Sarvine focused her architectural career on designing healing environments.

Jeff Monzu promoted to healthcare market sector leader

A nationally recognized healthcare designer, Monzu will lead the healthcare market sector for LEO A DALY’s Omaha design studio

Jeff Monzu promoted to Market Sector Leader - Healthcare

Following 26 years of healthcare design leadership, Jeff Monzu, AIA, NCARB, M. SAME, has been promoted to market sector leader – healthcare for LEO A DALY’s Omaha design studio. Monzu has led design teams for large and small healthcare facilities around the world, is a frequent presenter at national healthcare and design conferences, a regular contributor to national journals and a mentor for the National Council of Architectural Registration Boards (NCARB). Monzu also serves on the Professional Advisory Council for the College of Architecture at the University of Nebraska-Lincoln, and he is a past president for both the Omaha and Nebraska chapters of the American Institute of Architects (AIA).

In his new role, Monzu will support all aspects of the firm’s healthcare-design practice in alignment with firmwide strategic initiatives led by Global Health Practice Leader Joshua Theodore. These include talent development, client relations, operations, project oversight and business development. Some of the firm’s most complex healthcare projects will continue to be led by Monzu.

He succeeds the previous market sector leader, Vice President and Senior Project Manager John Andrews, AIA, who joined the firm in 1979 and has driven tremendous growth. Andrews and Monzu have worked closely together since Monzu joined the firm in 1994, after completing graduate studies at the University of Nebraska. Andrews will remain an integral part of the healthcare team as project executive/senior project manager.

“John has built a very successful team in healthcare design,” Monzu said. “I am grateful for his mentorship and look forward to providing the same level of support so our team continues to grow and be clearly recognized as industry leaders.”

Monzu moves into the role as LEO A DALY ranks eleventh in Modern Healthcare’s 2020 Top Architectural Firms. In 2018, he received the prestigious HCD 10 Architect Award from Healthcare Design Magazine for his work in rural communities and for underserved populations. In 2016, he was honored by his alma mater with the Outstanding Alumni Award, and he has contributed technical expertise to hundreds of healthcare projects around the world. During the past five years, he has led design for a number of projects including an award-winning $34 million critical access hospital, a $140 million renovation of an existing medical campus that now serves as a Level 1 trauma center and teaching hospital, and the trailblazing Omaha VA Ambulatory Care Center, which was the first VA healthcare project delivered through a public-private partnership (P3).

“My goal is to build on our reputation, and to recognize team and individual successes,” Monzu said. “There are a lot of people doing innovative work to create truly outstanding healing environments to serve the needs of our clients and the patients they serve.”

Space optimization through relocation

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Space optimization through relocation

LEO A DALY’s diverse and creative teams combine planning, architecture, engineering and interiors expertise to offer a holistic response to our clients’ challenges. With this broad view of a project from beginning to end, and involvement in every step of the way, we know that planning is a vital component in a successful project. Our healthcare team knows the path to a successful project at completion, begins at inception. In our Dallas studio, the healthcare team strives to plan medical spaces that allow healthcare systems to provide uncompromised care and transform the patient and caregiver experience through design.

 

 

 

 

 

As part of preparations to sell the Old Parkland Hospital Campus, our team was commissioned to help facilitate the move of eleven departments, clinics, and community outreach programs into six different buildings. After project kick-off, the team toured and analyzed each department in their existing spaces to gain an understanding of their processes, flows, and needs as they relocated into a new space. Many of the departments were feeling cramped since their services, client and patient population, and community service programs had grown since first occupying their current spaces. Through user interviews, information gained from the tours, and the existing floor plans, the team formulated new space programs. These new programs demonstrated that most of the eleven departments required more square footage than their current space. However, each department was limited to a new footprint equal to their current square footage. This limitation gave us the opportunity to maximize efficiencies and streamline floor plans in the new locations to give Parkland areas that truly improved their ability to work and serve the Dallas community.

Providing Parkland with a realistic program for new spaces allowed them to vet nearby leasable locations as well as available space within the new hospital. As the LEO A DALY and Parkland teams worked together through scheduling and logistics of the relocations, the requirement for several short-term enabling moves were identified. Using the developed program, our team was able to quickly pivot and assist Parkland with identifying vacant spaces within their campus that could accommodate these departments using existing room layouts and making minimal modifications.  This enabled the departments to relocate quickly but still operate effectively in their interim locations.  When complications arise on complex projects, a nimble, creative, and collaborative team ready to roll up their sleeves to provide new solutions can be the difference between a project completely halting and one that continues.

 

Though all eleven departments are a part of Parkland, each is also an individual client with their own unique processes and needs – this was certainly not a case of one solution fits all. LEO A DALY incorporated feedback from patient round table discussions and hosted multiple design meetings with each department, inviting representatives from all levels, from receptionist through care providers, to ensure the new design would accommodate the needs of everyone.

During planning and design of the Geriatrics Clinic, ongoing discussions revolved around the design, layout, and equipment configuration of the exam room. The team determined a full-scale mock-up of the exam room would be more beneficial than 2D or 3D drawings. In a mock-up, users experience the space as it would exist in its final state and are to make modifications and adjustments – from small changes such as moving an outlet six inches to larger modifications such as moving a sink or door. Without the mock-up, the functionality of the space isn’t realized until well into construction, at which point modifications would impact both budget and schedule. Our team has employed mock-ups in a variety of projects and sizes, from individual rooms to whole departments, to help our clients make the right operational decisions at the right time.

Planning projects within limited space is an exercise in give and take, requiring care and thought while helping clients navigate prioritizing needs and minimizing excess. One example would be a client’s decision to incorporate six-foot-wide patient corridors in a clinic early in planning due to a high level of wheelchair and mobility impaired circulation. Prioritizing this decision early allowed us to thoughtfully and proactively plan the clinic to accommodate wider than required corridors and deliver a functional department layout instead of a reactionary design.

 

Setting a project up for success starts on day one before the team hits the drawing board. My team finds success when, in partnership with the client, we:

  • Set goals early and for all aspects of the project
  • Revisit project and client goals periodically and evaluate the current design against them to ensure the project is progressing towards them.
  • Gain an understanding of the functional and operational needs of the space
  • Invite the right people to the table to deliver a solution that considers all users
  • Identify necessities and wish list items in order to prioritize program and design elements

Our world is always changing, from building and health codes to unprecedented events like pandemics. Our team looks at each design challenge from multiple perspectives and strives to stay up to date on best practices, incorporating our expertise to provide the best individualized solutions for our clients. We understand every decision has an impact on the schedule, budget, care provider, and patient experience. We want to help you provide the best care and better serve your community.

About the author

Katelyn has spent 5 years designing healthcare environments throughout the country for both public and private clients and has extensive experience in renovation and repositioning existing spaces. She is passionate about designing healthcare environments that aid in overall healing process by focusing on improving user experiences. Katelyn looks for comprehensive solutions that meet the needs of all those will interact with her projects after completion, from patients to care providers to staff.

About the author   Rebecca-Davis

Rebecca Davis focuses on creating healthcare spaces with holistic experiences to enrich the patient experience. During her 20 years of practice, Rebecca has been dedicated to the planning, design and management of healthcare projects, with a passion and expertise in behavioral health spaces, oncology and support services departments, such as labs and pharmacies. Her portfolio includes more than 6 million SF of facilities, from small renovations and community hospitals to specialty medical centers and research facilities.

 

 

Syracuse Area Health, Critical Access Hospital

Syracuse Area Health, Critical Access Hospital

Syracuse, Nebraska
The Syracuse Area Health Replacement Hospital in Syracuse, Nebraska is approximately 72,000 GSF in a one-story building and second level AHU penthouse. This includes hospital area of approximately 42,000 GSF, clinic and administration area of approximately 21,000 GSF, and central energy plant and ambulance bays using the remaining square footage.

There is a one-and-a-half story lobby and public area joining the hospital and clinic. This space is used for general circulation and admissions waiting, as well as a central wayfinding area for distribution to hospital departments.

This new critical access hospital is designed to foster patient well-being and to support staffing efficiencies. The hospital occupancy areas include a surgical suite with a large operating room and a minor procedure room, emergency and radiology departments and an inpatient wing with 10-private patient rooms. Additional support departments include lab, pharmacy and nutrition services. Outpatient services comprise most of the remaining space, which includes 20-exam rooms and three procedure rooms, supporting a rural health physicians’ clinic and a specialty clinic. Full rehab and occupational therapy spaces are part of the clinic environment.

The hospital “gives the organization the ability to grow well into the future,” said Michael Harvey, President and CEO. “And it helps ensure that healthcare will be available for generations to come”.

Client 

Syracuse Area Health

At a glance

72,000 GSF Surgical Suite Emergency and Radiology Departments 10 Inpatient Rooms

Features

Rural health Physicians’ Clinic 20 Exam Rooms 3 Procedure Rooms

Services

Full architectural services

Engineering: Mechanical, Electrical, Plumbing, Structural

Fire Protection and Life Safety

Awards

2019 Award of Excellence – American Concrete Institute – Nebraska (ACI-NE)

Omaha VA is a Best of Year honoree

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Recent Articles

Sarvine Ashkan joins LEO A DALY

With an inner drive for elevating the experience for all, Sarvine focused her architectural career on designing healing environments.

Omaha VA is a Best of Year honoree

Interior Design has named LEO A DALY’s Omaha VA Ambulatory Care Center an honoree in their 2020 Best of Year awards

A LEO A DALY-designed healthcare clinic for veterans in Omaha has been selected as an honoree in Interior Design‘s prestigious Best of Year award in the category of Healthcare. The project was feted in the magazine’s Best of Year Awards ceremony, hosted by editor in chief Cindy Allen and air on DesignTV by SANDOW during Best of Design 2020, a virtual festival honoring this year’s design highlights and outstanding achievements.

The Omaha VA Ambulatory Care Center is a new-construction outpatient healthcare facility with a new connector building to the existing Omaha VA Hospital. The design uses a symbolic language of material, shape, color and pattern to express honor for the veterans who come to receive medical care. The north curtain “flag wall” resembles the folds of a windblown American flag. Colored glazing along the western façade creates light patterns resembling the “colored bars” worn by military service members. Smooth limestone walls delineate public waiting spaces from private clinical spaces. Limestone’s physical strength embodies “duty and security”; its sedimentary layers reference periods of peace and conflict; its stony composition embodies foreign soil tracked home.

Located adjacent to an existing, 60-year-old VA hospital in Omaha, this new outpatient facility enables state-of-the-art clinical care for 400 patients per day in a region home to about 40,000 veterans. It is composed of three levels and encloses about 157,000 square feet. The facility houses eight primary care clinics, including one clinic dedicated to women veterans. It also houses a specialty care clinic, ambulatory surgical suite and a radiology department.

Public spaces are designed to provide moments for respite, reflection and comfort, including an outdoor landscaped “healing garden.” Inside and out, there are individual, small-group and large group seating areas and ample views of nature. Inside, there is abundant daylighting, and commissioned artwork adorns corridors and waiting areas, each piece connected to local veterans.

Because primary care clinics see the most traffic and are frequently visited by people with impaired mobility, they occupy the lowest two levels. Surgery suites can be reached by elevator or stair to the third level. All clinics use Patient Aligned Care Team (PACT) programming. This model allows doctors and nurses to collaborate from a central clinical core. They enter exam rooms from one side while patients enter from separate entrances accessed from public hallways.

LEO A DALY helps Cedars-Sinai combat hospital bed shortage

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Recent Articles
Sarvine Ashkan joins LEO A DALY

With an inner drive for elevating the experience for all, Sarvine focused her architectural career on designing healing environments.

LEO A DALY helps Cedars-Sinai combat hospital bed shortage

In Healthcare Design, members of our Los Angeles healthcare team discuss how Cedars-Sinai responded to a bed shortage with an innovative, incremental project approach

The following is excerpted from the October 2020 issue of Healthcare Design:

Step By Step

By Robert Counter, Gerard Gulpeo, Linda Tan, and Pamela Goff

Surges in hospitalizations, such as those experienced with COVID-19, put health systems at risk. Operating over capacity makes it difficult for hospitals to provide care to patients in a timely manner and may also delay carrying out elective surgeries.

During the early days of the COVID-19 pandemic, we saw hospitals and governments mobilize to meet access challenges, erecting temporary facilities in parking lots and moving some patients to off-site quarantines. But bed shortages are also a concern during annual flu seasons, with many hospitals running near capacity during the winter months, sometimes resulting in the need for facilities to divert ambulances, set up temporary tents, or boost staff levels to deal with the overload of flu patients.

In early 2016, Cedars-Sinai Medical Center in Los Angeles realized the need to rapidly add beds to avoid shortages that fall. Thanks to an inventive, two-increment process, Cedars-Sinai and design firm Leo A Daly (Los Angeles) managed to convert an existing 29-bed rehabilitation department into an inpatient unit to meet the short-term crunch, while simultaneously working toward a comprehensive, code-compliant renovation of the unit.

As health systems seek ways to cope with fluctuating infectious disease rates, the story of Cedars-Sinai’s 7th Floor South West (7SW) renovation offers a model for meeting capacity needs in the short and long terms.

Read the full story at Healthcare Design.

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